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etter and effective communication would assist in delegating and understanding the expectations of the individuals of the dyad group. Finally, Minsky (2002) believes that better communication among the individuals leads to better LMX agreement. Minsky (2002) found that cooperative communication and feedback play a role in better LMX agreement. Sin et al. (2009) further observed that increased tenure produced better LMX agreement because the members have better opportunity to increase the frequency and intensity of their communication and thereby verify their prospective similarity. As a result, effective communication is one of the decisive factors for stronger LMX agreement. 2.5.1.4 Response inflation Supervisors’ inflated ratings of LMX scores have a decisive role in LMX agreement (Sin et al., 2009). Generally speaking, the wordings of the measurement scales for LMX concentrate on the leader. This study considers LMX-7 (c.f. Graen & Scandura, 1987; Graen & Uhl-Bien, 1991)for answering this prediction. LMX-7 is the most widely used LMX measurement scale, having seven questions that pertain to the supervisor-subordinate relationship (Minsky, 2002). It focuses on the cognitions and actions of supervisors. As a result of this core concentration, supervisors may think the questions to be concerned to their self evaluation and not an evaluation of their relationship with subordinates (Sin et al., 2009). Finally, Sin et al. (2009) found supervisory inflation to be negatively related to LMX agreement. As a result, supervisors who provide genuine LMX scores have better LMX agreement than those who provide inflated responses. 21
2.5.1.5 Egocentric bias Egocentric bias has been identified as a vital antecedent for the LMX agreement (Harris & Schaubroeck, 1988) and is explained by attribution theory. According to attribution theory, organisation members tend to attribute good performance to their own behaviour and blame environmental factors for their failures. Observers do it the other way around, leading to different performance ratings and perceptions of the LMX (Zhou & Schriesheim, 2009). Harris and Schaubroeck (1988) state that if this sense of attribution is streamlined and a more accurate method of analysing the relationship dyad is established, then better agreements can be expected. 2.5.2 Consequences of LMX Agreement Analysing one dimension of the LMX construct may advance to considerably unfavourable results (Cogliser et al., 2009). There is a possibility of subordinates analysing the relationship more favourably than supervisors. For example, this process may be habituated by the subordinates to impress or favour supervisors, or to garner favourable returns from supervisors such as recommendations to senior management. This might result in subordinates being overconfident, leading to negative consequences for both the organisation and the subordinates (Cogliser et al., 1999). For example, these subordinates may not attend to training sessions or might tend to take up their work reluctantly (Atwater & Yammarino, 1997). On the contrary, subordinates who assume their relationship to be less favourable than that perceived by their respective supervisors may experience work anxiety, leading to increased levels of employee turnover and reduced employee performance and organisational commitment (Van Breukelen, Konst, & Van Der Vlist, 2002). 22
Page 1 and 2: An examination of the relationship
Page 3 and 4: 3.2 Research Paradigms ............
Page 5 and 6: LIST OF TABLES Table 1: Measures of
Page 7 and 8: LIST OF FIGURES Figure 1: Conceptua
Page 9 and 10: ACKNOWLEDGEMENTS I take this opport
Page 11 and 12: employees and help human resource d
Page 13 and 14: Several leadership theories can be
Page 15 and 16: 1.2 Research Objective This study d
Page 17 and 18: 1.5 Definitions of Key Terms Leader
Page 19 and 20: 2.2 Characteristics of the Hospital
Page 21 and 22: satisfaction, as employees have a v
Page 23 and 24: The theories that focus on follower
Page 25 and 26: Colquitt, Lepine and Wesson (2011)
Page 27 and 28: elationships with the organisation.
Page 29 and 30: In particular, Grestner and Day (19
Page 31: Martin, 2004; Kenney, Blascovich, &
Page 35 and 36: The foregoing sections reviewed the
Page 37 and 38: (1993)analysed the relationship bet
Page 39 and 40: etter organisational commitment whe
Page 41 and 42: Turnover is a topic of intense rese
Page 43 and 44: poor working conditions and unsatis
Page 45 and 46: group, they will regard themselves
Page 47 and 48: 3.1 Introduction CHAPTER 3 - METHOD
Page 49 and 50: present study is consistent with a
Page 51 and 52: hospitality literature have been co
Page 53 and 54: Table 1: Measures of Subordinate LM
Page 55 and 56: Table 3: Measures of Turnover Inten
Page 57 and 58: English (Manjunath & Kurian, 2009).
Page 59 and 60: and a Participant Information Sheet
Page 61 and 62: 3.8.1.2 Support for the Difference
Page 63 and 64: dependent or independent (Székely
Page 65 and 66: CHAPTER 4 - RESULTS The research in
Page 67 and 68: 1. Gender: Lodging: All of the 161
Page 69 and 70: are marginally more experienced wit
Page 71 and 72: Table 9: Industry Experience of Sub
Page 73 and 74: Table 10: Job Function of Subordina
Page 75 and 76: Table 11: Hospitality Education of
Page 77 and 78: 4.1.2 Supervisors The supervisors w
Page 79 and 80: 3. Tenure: All supervisors from bot
Page 81 and 82: Table 16: Industrial Experience of
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experience among the supervisors in
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among these supervisors ranged from
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This hypothetical supervisor will h
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Figure 2: Scree Plot 78
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supervisor LMX score of each partic
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On the other hand, supervisor LMX i
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Table 26: Correlation Results when
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Table 29: Subordinate Tenure Fewer
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a moderate correlation (.322) betwe
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Table 33: Supervisor Industry Exper
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From the results presented in Table
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5.1 Introduction CHAPTER 5 - DISCUS
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findings suggest that behaviours re
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agreement with the organisational c
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In addition, the research used two
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commitment. It is evident that comm
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science study, where perceptions of
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REFERENCES Adler-Milstein, J., Sing
Page 119 and 120:
BLS. (2011). Job openings and labor
Page 121 and 122:
De Matos, C. A., Henrique, J. L., &
Page 123 and 124:
Harris, M. M., & Schaubroeck, J. (1
Page 125 and 126:
Kara, D. (2012). Organisational com
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Lord, R. G., & Emrich, C. G. (2001)
Page 129 and 130:
Pellegrini, E. K., Scandura, T. A.,
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Sin, H. P., Nahrgang, J. D., & Morg
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Vecchio, R. P. (1998). Leader-membe
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Kindly complete the following quest
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Appendix 2: Supervisor Questionnair
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Appendix 3: Participant Information
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The only cost to you is your time:
Page 143 and 144:
Appendix 5: Participant Information
Page 145 and 146:
How do I agree to participate in th
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